For Private Circulation Only Youth Wing - GBF President's...

An initiative by Youth Wing of Global Bhatia Foundation

December 2013

For Private Circulation Only

@ 15 15 th

Issue

Editor

Correspondents

Design & Layout

Haridas Raigaga

Nisha Gandhi

Dharmesh Gandhi

Youth Wing - GBF

Inside this issue1. ~ÉÉÅXà ÷ÉiÉÉà - Hà÷±ÉÒH KÉiÉÉà

2.

3. Bhatias in South India - 1

4. ~ÉÉÅXà ÷ÉiÉÉà

5. Bharat Doshi's 40 Years of Stories

6. Student Enrepreneurship

7. Nirona – The pride of Kutch

8. We are proud of you

9. Ratan Tata's tips for a better life

10. Household air pollution

11. New startups storm IITs

~ÉÉÅXà ÷ÉiÉÉà - »´ÉÉNÉlÉ{ÉÉ ¥Éà ¶É¥qÉà

President's Award For Shri Dharmesh Bhatia

Like a brightest star among others, Dharmesh Bhatia has always been a rank holder right from his secondary school days till post graduate. Not only has he accomplished MBA in Finance from ITM as a rank holder but also cleared CA and CFA in the 1st attempt. Against all challenges, sheer hard work and dedication helped Dharmesh Bhatia to be sharp and intelligent at academics.

Starting as a Researcher, today at the age of 29, he proudly holds the position of Deputy Vice President- Research in Kotak Commodities, India's leading commodity brokerage firm making him the youngest Vice President in the commodity sector. Known to be a maverick, Dharmesh Bhatia has been heading the Technical Research division at Kotak Commodities since January 2009. He joined the Kotak Group in the year 2007 as Sr. Research Analyst and rapidly yet smartly worked his way up to be DVP-Research and Head the Research team. Associated with the esteemed organisation such as Kotak for over 7 years, he has worked across different sectors like Bullion, Base metal, Energy, Agriculture commodities. Mr. Bhatia has 9 years of experience in the Research division.

Mr. Bhatia is widely travelled and quoted. Popular press and trade publications recurrently call Mr. Bhatia. His comments appear in the Business Line, Economic Times, Business Standard, Financial Express, and

other renowned Media Co like CNBC, ET Now, Zee Business, and Bloomberg UTV.

With the remarkable list of extracurricular activities, Dharmesh Bhatia is incredible in sports, which includes cricket, swimming and other athletic activities. Inclusive of brain storming games like quiz and chess, he has won implausibly more than 50 awards so far. In his free time, he keeps engaged himself with hobbies like swimming, travelling and cricket. He believes in giving back to the society for all that he has achieved so far and hence he contributes a bit in his own way by teaching in top B schools like IIM , ITM, Jai hind, etc. and

enlightens the students. Dharmesh Bhatia aspires to become a global financial market trader in the future.

Below is the gist of his enormous achievements

?Awarded long service award, by Shri Suresh Kotak – Managing director of Kotak group of companies Dated 30 May 2013

?Nominated as one of the three nominees for India's Best Market Analyst at Zee Business Award for the year 2013- awarded by Mr. Modi (C M Gujarat)

?Nominated as one of the three nominees for India's Commodity Analyst at (CPAI) Commodity participants association of India Award for the year 2012

?Awarded as one of the best Base Metal Analyst for India's Best Market Analyst at Zee Business Award for the year 2012, by Shri Pranab Mukherjee – Honourable President of India 2012

?Nominated as one of the three nominees for India's Best Market Analyst at Zee Business Award for the year 2011

?Guest Lecturer in IIM-Lucknow, Sp Jain College, Indian Business School, Jai Hind College, ITM and ICFAI

Dharmesh Bhatia receiving the award fromthe President of India Mr. Pranab Mukherjee.

YOUTH@GBF is an in-house ENewsletter distributed freely to the members of Bhatia community and published from Mumbai by Global Bhatia Foundation, a not for profit organization.

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Global Bhatia Foundation invites Bhatia Youth from the Globe to serve as volunteers. GBF youth has education, sports & cultural events on its agenda and success of such projects is possible with the service of selfless volunteers. Contact : [email protected]

Views expressed by the authors need not be assumed as the views of Global Bhatia Foundation.

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Editorial

Election season is on and readers have expressed their aspirations for the future of India. We share the collective vision of our readers.

NATIONAL VISION 1. Achieve zero level poverty i.e. not a single Indian will be living below poverty line in next 5 years.2. No Indian living on Govt. Charity but gainfully employed and is self sufficient.3. 50% of Indians will be living in their own house (Pukka house & not a Hut) in next 5 years, 75% in the next 5 years and 100%

in the next 5 years. No Indian will be sleeping on Footpath and No Zopda in India.4. Every widow who doesn't have means of livelihood shall be either provided a gainful employment or a lifelong pension. The

pension amount will be adequate enough to let her live with a dignity.5. Employees of all those Industries where Pension plan is not available shall be covered by a comprehensive pension plan.

The pension to the citizen of India will be comparable with the pension of a MP/MLA.6. Right from the day of birth till the day of death, every Indian shall be provided with a free medical care, Hospitalisation,

Medicines, Lab-Testing and after care. The funding for this scheme will be created as National Medicare Scheme.7. Every citizen who is earning shall contribute for the Nation, be it in a form of minimum Income Tax or just “National

Contribution”.8. In next 10 years, every child will be educated up the level of Graduation (Minimum). Those who can't afford (Economically

backward) shall be taken care by the Government.9. In next 15 years, each house of Indian will own at least one car.10. Productivity of each Government employee will be compared with that of a Corporate employee and the remuneration will

be paid accordingly i.e. non-performing employees in Government segment are a liability and burden to the Nation. They should be retrenched.

11. Any elected representative (Gram Panchayat /District/ Municipal Corporation/ Legislative Assembly /Loksabha/ Rajyasabha) will be permanently ineligible to hold any public post/Govt Job, ineligible to contest any election for life time.

12. The Job Reservation facility and financial help from the Government will be based on the economic condition of a person and not based on a caste.

13. No Religious political party will be recognised. Every political party shall be working for the progress of Nation as a Patriot.14. Cutting of Trees is totally banned. Forestation program shall cover at least 25% of the land in India. Every Metro City and

town will have a Green Zone (Only Trees & Gardens) that will comprise 25% of the total land of the city. Villages will not reduce the existing forest covers. Wood as a fuel will be totally banned.

15. Performance Monitoring of the elected representative shall be displayed on the National website. The Monitoring will be a continuous process.

16. India will not borrow funds from anywhere; instead declare black money as National wealth and use it for the Nation.17. Work towards the unification process with Pakistan & Bangladesh.18. Complete the INTERLINKING OF RIVERS OF INDIA in a time bound manner.19. All the Forts built during the erstwhile Princely India shall be restored and declared as Heritage of India and promoted for

Tourists. All the Palaces that are not maintained shall be restored to their glory and declared as Museums and shall be maintained as a Tourist attraction. All the Public buildings (Monuments) built during and before the Princely India shall be maintained as Heritage structures.

20. Instead of buying arms from other nations, manufacture them in India & sell to others.21. One year of service in Army will be mandatory for each youth of India.22. Control the population so that the Birth-rate and Mortality –rate are matching.23. Implement common civil code for every citizen, provide reservation/subsidy on the basis of economic condition and

abolish caste based benefits.

JAY SHRI KRISHNA !

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Bhatias in South India - 1

Alleppey in Malabar was also known for its Gujarati colonists. It was a flourishing port of Travancore state. It had English factories, their offices and palatial houses of the traders and businessmen from Gujarat. Shipping has been one of the professions of the Bhatias from the times immemorial. They went to far off places like Egypt, East Africa, Brazil, Greece and other places in their country crafts. Therefore, it was but natural that the Bhatia traders landed in Travancore and settled there for the purpose trade. One of the well known Bhatias of Alleppey was Vaghjee Jeraj, popularly known as the tiger of Malabar. He was born in Malabar- Alleppey in V.S. 1912. He was a trader in Pepper, dried ginger and such other spices. Since he had a great control over the society he was called Vagh i.e. Tiger. Even the Malabaris used to be afraid of him and were scared to enter the Gujarati colony of Alleppey. Once an Arab collected the ginger which was kept for drying in Vaghji's compound, Vaghji's servant asked him not to do so, the Arab was not ready to give up. He picked up quarrel and the incident took a serious turn, but as soon as Vaghjiee appeared on the scene and had a word with the Arab, he went away without a word.

Not far from Alleppey is Amblapula, where there is an ancient temple. The priest of the temple was not giving entry to the Gujarati colonist in the temple. The temple authorities targeted Vaghjee also. Immediately, a case was filed against the temple authorities, Vaghjee spent huge amount for the case and ultimately won the case. The judge used many examples from Dharmashastras, the entire judgment is given in 200 foolscap sheets and is worth preserving. The judge allowed only the Bhatias to enter all the temples in the Malabar area, but not to the other Gujarati communities.

He passed away at the age of 42 in v.s.1954, he wanted to get his eldest son married but before that he passed away. His eldest son Dharamsey started looking after his father's business successfully.

Seth Vaghjee Jeraj

~ÉÉÅXà ÷ÉiÉÉà

Bharat Doshi's 40 Years of Stories

Bharat Doshi joined a Rs 50 crore Mahindra & Mahindra Ltd and left a Rs 44,000 crore one. He lived through controls and liberalisation. He worked with senior and junior Mahindra. As he calls time, ET chronicles a journey that defined the employee and his employer.

As a cricketer was making time stand still at the Wankhede, in another part of the city that never sleeps, a business executive was calling time on a stellar career of 40 years, all with one group. More than the seamless longevity and the mutual loyalty of that career, it's the kaleidoscopic arc it traced. Bharat Doshi joined a Rs 50 crore M&M and left a Rs 44,000 crore one.

He lived through licence raj and liberalisation. He worked with senior and junior Mahindra. And he has stories to tell. On November 13, a day before he retires as group CFO, the stories come easy to Doshi. They remind of a time and place. They travel to corners tucked away. They come from a place deep inside. They overwhelm him and take him back.

Doshi, modest to a fault, describes himself as a "witness" to a journey where the group spread itself wider and deeper, eschewing risks and short cuts. And Doshi flourished in a group he almost didn't join.

BOARD CALLING

In 1973, Doshi, a rank holder in chartered accountancy, approached his father with a dilemma. He couldn't decide between two companies—the Mahindra Group, which was still finding its feet, and Asian Paints, a paint manufacturer with a great lineage. His father asked him to look up their annual reports and brochures. When Doshi crunched the numbers, the cards fell in favour of Asian Paints, which was also paying him more.

Doshi senior, then, pulled out a joker. He told his son he had a better chance of making the Mahindra board, which was more diversified in terms of community representation, than Asian Paints, which was even then a great company but run by four business

families. In 1992, even as he cultivated a friendship with some of t h e A s i a n P a i n t s promoters, Doshi was elevated to the M&M board.

It was the culmination of a steady rise up the ranks over two decades. It was also the influence of a 36-year-old Anand M a h i n d r a b e i n g a p p o i n t e d d e p u t y managing director of M&M in 1991, the year the Indian economy started its transformation from a licence regime to an open one, giving businesses a new wind. The following year, in a vote for meritocracy and empowerment, M&M co-opted the chiefs of its four divisions—Alan Durante, KJ Devasia, Arun Nanda and Doshi—on to the board.

At the same time, seniors such as BR Sule and Baptist D'Souza retired, reducing the board's average age by 10 years. "Anand has built a fantastic team," says Mohandas Pai, the former CFO of Infosys. "People like Bharat were fully empowered." Doshi talks about Anand undergoing training for a year, including a month under him. "I was in a cabin and he was sitting outside," says Doshi.

"And when I went to Kandivali, he would come with me in the train when he could very well have taken his car. That was the kind of person he was. So, my reaction was he was a friend, not a boss...he is also a mentor in a way. Some of the energy he created makes a huge impact on all of us."

TALENT SPOTTING

Much before that, another kind of energy and empowerment came from Anand's uncle, Keshub. It was the mid-seventies . Doshi was in his mid-twenties , an internal audit executive stationed at Mahindra's Kandivali plant. Keshub, the company chairman, noticed his London-educated CFO relied on Doshi to make sense of Indian tax laws and regulations that often

stymied business ventures back then.

"I want to see the boy the next time I'm in Kandivali (plant)," Keshub told the CFO. Keshub liked what he saw. He wanted to fast-track Doshi's career, he also wanted to be sure it was worth it for the group. "What's the guarantee you'll stay?" Keshub asked the young CA-cum-law graduate. Doshi listed his only condition: he would stay till he was "happy".

"It's my job to keep you happy," declared Keshub. Doshi's brief kept expanding: from audit to corporate taxation, a stint at the tractor division. He was asked to revive Mahindra Spicer, which made propeller shafts, clutches and ash-handling equipment. A crisis in the tractor business was another moment of recognition for Doshi. Back then, Mahindra Tractors, a separa te company, had three promoters-Mahindras holding 28%, Voltas 22%, US-based International Harvester 28% and the public the rest.

With costs rising 50%, it was haemorrhaging. As is the norm during that licence raj era, it could hike product prices only after convincing a government department. With the government taking time and the other two partners wanting out, Mahindra decided to buy out its partners and merge the tractor company with group flagship M&M. Doshi was part of the cross-functional team that strategised this merger.

One plank of the strategy entailed swappi ng some plant and machinery

between the automotive and tractor units to save tax. Doshi, all of 28, told s i lver-haired members of the committee that "on paper, this may be possible , but in practice it is impossible." His reasoning: Shiv Sena led the labour union in the tractor unit and the CPI led the union in the automotive unit.

After that, Doshi was invited for all meetings, even for those that did not relate to taxation or finance. "Bharat grew in the controlled era," says Pai. "He had knowledge of taxation, international finance and, in addition, was a great manager."

PARTNER PHILOSOPHY

In 1985, Doshi became the first Mahindra employee to go for a short-term executive programme at Harvard University. In the late-eighties , the Mahindra Group was still largely a vehicle and tractor manufacturer, but it was making steady advances, entering new businesses (like IT in 1988-89 ), making buys (light commercial maker A l lwyn Ni s san ) and fo rg ing partnerships (Peugeot for engines).

For a group that did not play the licence game well, liberalisation was a new morning. It was also a wake-up call. In 1992, Maruti was making 1,22,000 vehicles with 4,000 people. M&M had 17,000 employees producing 38,000 tractors and 32,000 vehicles. "We realised we cannot survive with this kind of productivity," says Doshi.

When M&M, in 1993, started reengineering its processes, and asked workers to produce more engines, they called it exploitative and struck work. At the time, about 1,200 employees were producing 80 engines a day. The management held out and engineers manned the shopfloor. With 100 engineers, it did 30 engines, and scaled it up to 600 employees and 125 engines. "It was proving what is the potential," says Doshi.

"It was a good settlement and a good beginning." Adds YM Deosthalee, L&T's long-standing CFO till he retired in 2011: "He (Doshi) has been involved in labour negotiations, on the

frontline, talking to workers and winning them over." By the mid-nineties , the group was looking to make cars, via a partnership. Doshi was in the team that negotiated and struck an agreement-with Ford. He says the team had an egalitarian ethos, a case in point being Kairaz Vakharia, just out of an Ivy League college, questioning Anand on the very rationale of the tie-up. Ford picked up 50% in a joint venture. The arrangement with Ford was, in what has since become characteristic of Mahindra, gave plenty of room to manoeuvre to both partners. "There was no question of royalty payment," says Doshi.

"We did not charge any escort fees. And the ground rule was that when the big investment came, we would look at the venture without any obligations." The Rs 500 crore Scorpio project, which M&M began in 1996-97 and was of a make-or-break nature , was kept out of the JV. When the clay model of Scorpio was ready, Alexander Trotman, the late chief of Ford, asked how much M&M spent on it.

"When he learnt that we spent only $2 million, he said Ford would have spent at least $22 million," says Doshi. "He said by bringing in Ford into the project, we may increase costs." Subsequently, Ford and Mahindra parted ways, as friends.

FINANCIAL PRUDENCE

Increasingly, Anand Mahindra was pushing to become global. He was also instilling for financial discipline and Doshi became the group champion for this. In 2002, when breakeven for the tractor plant was 75%, Doshi unleashed his rule of thumb for financial discipline a"Your breakeven should be 50% of your plant volume," he says. "I didn't define a number. Whatever the plan was, if the market goes down by 50%, we should be making money. This forced us to take major decisions on make or die." By 2005, both the tractor and automotive plants, working backwards, had

achieved it. This rule of thumb helped M&M weather the 2008 financial crisis. "We were still in good profit. The market shrank 40%," says Doshi.

"That gave the satisfaction that here is the proof." It's a philosophical conversation that Doshi and Anand have. Doshi recounts a CFO conference where Doshi was going to present on focusing and comparing numbers. Anand, who was also a speaker, made Doshi tweak his presentation to answer the question he was going to raise. "All CFOs give me numbers, but how do we measure passion?"

Anand asked the gathering of accountants. Doshi, who had to address this, said: "Every business model has to be affordable. If you go beyond your affordability, and the room for turbulence, business cycles , global currents, you have room for passion. If you have margin for passion, you can afford passion." "I always try to keep the balance," says Doshi, and talks about the decision to walk away from Jaguar Land Rover and leave it for the Tatas in 2008.

"Up to a point, we can bid, but beyond that, it is like betting the house. M&M didn't have a TCS to keep on funding." Conversely, it found the price to save IT company Satyam Computer right. "He played a leading role in the financial inspiration for deciding that," says Pai. The Mahindra group has had a streak of calculated conservatism, a value that has been shaped into expression by Doshi.

Doshi also built Mahindra Finance from scratch into a company that Deosthalee calls "one of the most-respected NBFCs today" and one that is valued at Rs 16,000 crore today. "He's a tall leader and has played a key role in risk reduction," says Pai. "Bharat is one of the greatest CFOs in India. He had all-round experience, raising and deploying capital, managing business strategies and was among the few CFOs in India to have an enterprise view."

Bharat Doshi's 40 Years of Stories

Source : THE ECONOMIC TIMES

Student Enrepreneurship

In the United States, college campuses are where the best dreams and the finest startups take wing. Google, for example, was created at Stanford; Facebook at Harvard. But here in India eager youngsters who want to start out on their own find that there is little support to turn their entrepreneurial dreams into reality.

It is an exciting time for s t a r t i n g u p i n India—about two of them are born every single day—and young people are keen to be a part of the action. Investors, industry grouping and technology companies say that now is when India must pay at tent ion to co l lege campuses to channel this energy so that in the near future an Indian university becomes the crucible for a global corporation.

"We need to catch them in their first year at college," said Prashanth Prakash, a partner at early stage investor Accel Partners that has funded many marquee ventures including Flipkart.

At a recent discussion hosted by Microsoft Ventures, where ET had exclusive access, Prak-ash was joined by industry peers including Ravi Gururaj, head of Nasscom's Product Council, Microsoft's Vinod Anantharaman and Ravi Narayan as well as Sudhir Pakala of startup incubator D Labs.

Among their ideas are coinvestment by government bodies with venture funds as well as course credits for those starting up on campuses. Industry estimates show that only one in 10 startups survive and the mortality rate is far higher for student-run ventures.

But oftentimes the riskiest ventures set up by students turn out to be the most successful ones.

"College is a place you can build awesome products," said Jazeel Badur Ferry, founder of online event management company, Eventifier, which raised a second round of funding from Accel and early stage fund Kae Capital this week. Ferry teamed up with classmates at an engineering college Karnataka's Mangalore district to launch his startup that now boasts clients such as NASA and the Clinton Foundation.

Becoming a startup nation: India must start paying attention to college campuses

"But the only thing I remember about college was simply attending classes," said the 24-year-old whose fledgling venture was lucky to be picked by Chennaibased incubator, The Startup Centre, a move that helped the young team think big and snag global customers.

Experts are of the view that nurturing many more such student ventures could have a far-reaching effect on Indian entrepreneurship

"Once you get those guys to pop, you will see the confidence ..

"So few freshers beat the bar," said Prakash. Worse, most students barely apply what they learn in classrooms at work. To bridge this gap Nasscom is working on a template of subjects most required by industry such as data analytics, design and product development.

Instead of taking on a few interns once a year, companies can throw open a problem to students mandated by their course to present a solution, say experts. With credit scores as an incentive more students will be driven to try their hand at solving such problems.

Besides this, companies could also send executives to campus to be entrepreneurial residents or executive residents "If an expert is on campus for 3-4 months, the learning experience would be vastly different," said Gururaj, a Harvard University alumnus who runs technology incubator Frictionless Ventures in Bangalore.

Regional colleges are lapping up such proposals. "If they are willing to come and stay, it adds value," said Y Vrushabhendrappa, a professor at the Bapuji Institute of Technology in north Karnataka who said companies such as IBM and Infosys have been flocking to his campus to fam i l i a r i se s tuden ts w i th t he i r t echno logy.

Also in a bid to ensure that Indian campuses cooperate with each other and snap out of the elitist mindset, Nasscom in the next year will mandate that all startup teams competing to be picked for its coveted 10,000 startups initiative which offers money and mentoring will necessarily need members from different campuses. "We need engineers to cooperate with designers," said Gururaj.

However the most work required to be done is on the policy front. The Kerala government has mandated that universities offer 20% attendance and 5% grace marks for student entrepreneurs.

But what can change the mood for student

Student Enrepreneurship

entrepreneurship is the entry of "smart money" in to the system. Grant-givers such as the Department of Science and Technology could coinvest alongside venture capitalists in a model made famous by the Singapore government. "We would definitely be interested in such a model," said Prakash of Accel, whose fund has already made three investments in Singapore through this model and met with "reasonable success."

"The Harvard Business Angels would do it too," said Gururaj who invests in Indian startups alongside the global network.

"The way I would do it is by giving the financial investor the equity while the government gets a note that is convertible or comes back with an interest, so it comes back into the p o o l , " h e s a i d . For students across India's far-flung reaches from Tiruchirapalli to Jhansi, the presence of role models who have graduated from famed campuses to set up on their own is an inspiration.

"The world has shrunk and we no longer need local role models," said Venkatramanan Ramasubramanian, a 23-yearold computer science graduate from Sastra University in Tiruchirapalli who develops mobile applications and is planning his first startup venture.

"Having a local role model to look up to is ok," said Talha Naqvi, a final year computer science student from Bundelkhand Institute of Engineering & Technology in Jhansi, "But we need to take our own chances too," said the 22-year- old who runs mobile application developer Codlash Technologies.

Helping hand from corporates

IBM Has partnered with deemed universities such as VIT to offer specialized courses such as big data analyticsThrough "The Great Minds' Challenge" will offer

internships for students who come up with top 100 ideas and will introduce them to incubation centresIBM's Center of Excellence has cells in 150 colleges that offer free mentoring and free access to technologies and workshops

GoogleGoogle's Student Ambassador initiative in India spread across 300 colleges, is the largest in the world

Student ambassadors conduct events in colleges; promote app development on Android platform Plans to introduce Google TeacherGroup to educate faculty in the kindergarten -12 space about latest technologies

Nokia Nokia and Microsoft have set up an 18 million euro ( Rs 152.4 crore ) joint fund for AppCampus, a mobile app accelerator program for students and entrepreneurs

Nokia has Rs 3.5 crore rewards program for Windows Phone developers in India Provides diploma courses to the student developers

Nokia Champions program recognizes top mobile developers and provides access to sponsored events

Microsoft Microsoft's Imagine Cup, now in its 12th year, is one of the largest student technological competitions offering prize money of $50,000 (Rs 31 lakh)

The BizSpark program provides tools, mentoring and marketing support for startups

Microsoft Student Partners allows the chosen candidates to find mentors, build connections and lead student community groups .

By Krithika Krishnamurthy, ET Bureau | 6 Dec, 2013, 04.46AM IST

Shri Bhuj Bhatia Mahajanwadi - 1st floor Inaugurated by Dr. Kanaksinh Babla and Shri Jayubha Babla

Shrimad Bhagwat Saptah (92 Pothis) organised by Shri Mundra Bhatia Mahajan

Nirona – The pride of Kutch

It was a pleasant morning and we were driving north from Bhuj to the Great Rann — more specifically to the White desert. En route, we were to take a detour to the Than monastery. Since we started, we had been looking out for a good place for breakfast. We came across many tapris (roadside eateries) serving fafda (Gujarati delicacy for breakfast) and jalebi. Since we had had our fair share of these for breakfast in the last few days, we were looking for something better. The excellent road network in Gujarat does not touch upon villages or towns; it bypasses it. So our hopes of stopping at a village for breakfast were a long shot. The sun was above us now and we were famished. We decided to turn into the next village in search of fuel for ourselves.We came across a typical green board announcing Nirona village and we took the turn. A typical dusty, dry village like the many others we had come across earlier. The main village chowk disappointed us with more fafda and jalebi. Our requests for samosa or poha were looked upon in a strange manner. Our next stop was Than and we were pretty sure we would have to remain hungry until we went back to the highway. Biscuits are a boon to this country and every small shop stocked it, so we finally settled for Parle G as breakfast.

We were about to exit the village when we came across this rather too-colorful sign board that said “Rogan Art”. Since we had saved enough time skipping breakfast, we decided to check it out to spice up our experience of a dull and hungry morning. The sign led us to a house painted in white with a medieval door. The door was opened by a young gentleman and we almost thought it was a handicraft shop like any other. He took us inside and gave us

water followed by the much needed Chhaas [buttermilk]. We gulped down almost two huge glasses each. Meanwhile, we were taking in the apparel displayed and the numerous photographs there — two of which attracted our attention most were one involving the erstwhile Prime Minister of India, Atal Bihari Vajpayeeji and another involving Ex-President of India, Dr. APJ Abdul Kalam. The person receiving the award looked like the same gentleman who had received us. The title below the photograph read “For excellent work in Rogan Art”. We now figured that “Rogan Art” meant a type of art and was not the name of the shop. Were surprised at ourselves that we had not read about it anywhere till then.We were offered seats and the gentleman Mr. Khatri offered to demonstrate the art to us. Although I will not be able to explain this work or how it is done, I think the photograph above will demonstrate it very well.

The process i s t i m e consuming, elaborate and requires great skill. We were awed by how he was doing i t a n d immediately grabbed our mobile phones to click pictures. The art work has more than 300 years of lineage and this is the only family in the world still doing it — imagine our luck, chancing upon this place! It is true when we say “it's a small world”. Seven generations of the Khatri family have been practicing this art. The cost to a customer is also great, considering the effort and time involved in creating each piece. This is a work you will never find in any shop because the supply can never meet the demand. So if one needs to buy this, it has to be from this one house we were sitting in. Details of this elaborate yet lovely art can be found on their website www.traditionalroganart.com.Once we were through with this demo, we were told that the village is famous for other art forms too, such as the copper bells, lacquer work, leather art and woolen weaving. Details of these art forms can be read from www.gujaratindia.com.

Live and let live' is a policy which is followed here. At Mr. Khatri's, when they realized we would not buy anything, we were gracefully guided to the art form being practiced next door. It was a household specialized in

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m a k i n g o f copper bells. The bells are actually made of s c r a p s h e e t metal, but given a copper tinge in t h e e n d . Although the making is crude, t h e s o u n d quality is excellent and that is what one uses to judge the skill of the workmen. Yet again, we were carefully seated and the whole process was demonstrated over chhaas. Further, we were escorted to a family who dealt in lacquer work. The simplicity of the process is ingenious. Next, we went to the leather worker and then to this family involved in elaborate weaving.

Weaving was an affair which I had never understood, maybe because there was never an o p p o r t u n i t y t o ex p e r i e n c e i t . Patiently Mr. Prem e x p l a i n e d t h e whole process and proudly showed us the piece which had won him the G u j a r a t s t a t e award just a week earlier on Republic D ay. We we r e happy for him and congratulated him heartily. Much time had passed and we were intoxicated with chhaas. Finally, when we enquired where we could feed our hunger, he invited us for a small meal with his family. To our horror, a small meal for them involved 15 chapattis for each for us. It was served to us in one go and we were at a loss to explain that we generally do not eat more than three at a time. Above this, there was homemade ghee and excellent buttermilk again. Not that we had all 15 chapattis, but 5 had to go in to make them understand and to bring that look on our face that we were full and no more could be consumed. With great difficulty, we reached the vehicle and continued on our journey to 'Than' with a promise to pick up Prem's mother on the way back. We had offered her a ride to the white desert with us, where they were putting up a stall in the famed Kutch Festival.

Thinking back, this village epitomized all that we had heard about Gujarat and its colorful taste in handicrafts. What is notable is that no single piece is identical. There is no supreme plan based on which the designs are implemented. It is done as it occurs to the artist when he is doing it, which makes these art forms unique. If we acquire a piece, we are just not buying it, but appreciating the art that has “emanated” out of a talented mind. This spirit is imbibed in the new tagline Gujarat has adopted “Khushboo Gujarat Ki”. Source : Ahmedabad Mirror

We are proud of you

Kanhav NanavatiKanhav Nanavati born on 15/2/2003 started playing squash in 2010 as after school sports activity in ISA (Indian Squash Academy). In August 2012 he played his first tournament in Chennai and since then has participated in about 12 National and international tournaments and is currently All India ranked no 3 in boys under 11 category and his Asian Squash rank is 18 .

Ku. Rutuja Manish Udeshi selected for International Swimming Competition for Youth at Brazil in November 2013

1. Take a 10-30 minute walk every day & while you walk, SMILE. It is the ultimate antidepressant.

2. Sit in silence for atleast 10 minutes each day.

3. When you wake up in the morning, Pray to ask God's guidance for your purpose today.

4. Eat more foods that grow on trees and plants, and eat less food that is manufactured in plants.

5. Drink green tea and plenty of water. Eat blueberries, broccoli, and almonds.

6. Try to make at least three people smile each day.

7. Don't waste your precious energy on gossip, issues of the past, negative thoughts or things you cannot control. Instead invest your energy in the positive present moment.

8. Eat breakfast like a king, lunch like a prince and dinner like a college kid with a maxed out charge card.

9. Life isn't fair, but it's still good.

10. Life is too short to waste time hating anyone. Forgive them for everything.

11. Don't take yourself so seriously. No one else does.

Ratan Tata's tips for a better life

12. You don't have to win every argument. Agree to disagree.

13. Make peace with your past so it won't spoil the present.

14. Don't compare your life to others. You have no idea what their journey is all about.

15. No one is in charge of your happiness except you.

16. Frame every so-called disaster with these words: 'In five years, will this matter?'

17. Help the needy, Be Generous ! Be a 'Giver' not a 'Taker'

18. What other people think of you is none of your business.

19. Time heals everything.

20. However good or bad a situation is, it will change.

21. Your job won't take care of you when you are sick. Your friends will. Stay in touch.

22. Envy is a waste of time. You already have all you need.

23. Each night before you go to bed , Pray to God and Be thankful for what you've accomplished today.

24. Remember that you are too blessed to be stressed.

The exposure atlas for household air pollution (HAP) in India, put together by a collective of global experts and led by investigators at Sri Ramachandra University (SRU), Chennai, shows that even States that fare better in terms of HAP concentration are way beyond the safe limits recommended by the World Health Organisation. For instance, a relatively well off Tamil Nadu had a HAP exposure of 150-200 micrograms of PM 2.5 (particulate matter less than 2.5 micrometres and which is respirable) per cubic metre of air — almost five times the WHO's guideline range of 10-35 micrograms per cubic metre.

For other States, the HAP exposure, measured over a 24-hour concentration of particulate matter in households using solid cook fuels, ranged from values of 163 (in living areas) to 609 g/m3 pf PM 2.5 in the kitchen area.

The exposure atlas — first of its kind on HAP — was compiled on the basis of data from a 24-hour monitoring of concentrations of PM 2.5 in 617 rural households (kitchen and living area) from four States, including Tamil Nadu. The other three “geographically and culturally distinct States” were Madhya Pradesh, Uttarakhand and West Bengal.

“The exposure atlas fills a long-felt gap in metrics on the assessment of HAP and can be a starting point to drive reduction measures across predominantly rural communities,” said Kalpana Balakrishnan, Director, WHO Collaborating Centre for Occupational and Environmental Health, Department of Environmental Health Engineering, SRU.

Startups are storming IITs this placement season, getting the better of established companies in the war for talent. Many little known startups have already hired quite a few in the first four days of the placement season. ET profiles about half a dozen such new firms

Source: The Hindu ,Dec 4, 2013 by M. DINESH VARMA

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Household air pollution way beyond safe limits in India

“What counts in life is not the mere fact that we have lived. It is what difference we have made to the lives of others that will determine the significance of the life we lead.”

— Nelson Mandela

New startups storm IITs with better pay package

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